That interview came after her company had been bought by Comcast, in the summer of 2008, for a reported $125 million. By the time of the sale, DailyCandy had grown from a one-person shop to a company with fifty-five employees, running twelve editions across the country and reaching a total audience of 2.5 million people—most of them women, and two-thirds of them younger than thirty-five. Financial details were scarce, but an internal e-mail from early investor (and veteran of MTV and AOL) Bob Pittman reportedly said the company would reach $25 million in revenue in 2008, with profits of $10 million. Analysts had been speculating eagerly about what the company might be worth since 2006, when The Wall Street Journal reported it was on the auction block at $100 million.
Those numbers put DailyCandy in a different league financially from the local news ventures profiled in this chapter. But the dynamic that makes DailyCandy work was visible years earlier, when the newsletter was a grass-roots venture with much smaller ambitions. Levy launched her business with $50,000 in savings and $250,000 raised from family and friends. The first edition went out to just 700 people, mostly friends or colleagues of Levy, then readership grew explosively. In 2001 the newsletter was already paying for itself, with tiny ads in each e-mailed edition as well as separate sponsored emails straight from advertisers.
By 2003 the subscriber list had grown to 285,000—more than 400 times its starting audience, a stunning ratio for so-called organic growth achieved with minimal outside support. It was on the basis of these numbers that Pittman made his initial investment in the business, reported to be “in the single-digit millions,” which in turn fueled the newsletter’s expansion into new markets and new editions.
In a broad sense, the experience of successful local and niche sites bears out the received wisdom that media ventures in today’s hypercompetitive landscape must “specialize or localize.” But only a fraction of online news outlets that pursue this strategy ultimately succeed. Defining and attracting a desirable audience is necessary, of course, but not by itself sufficient; acquiring that audience on a tight budget is what sets successful grass-roots ventures apart from the also-rans.
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